Product Management

Not so long ago, the job of product manager was about assessing market data, creating requirements, and managing the hand-off to sales/marketing. Maybe you’d talk to a customer somewhere in there and they’d tell you what features they wanted. But companies that manage product that way are dying.\n\nBeing a product person today is a new game, and product managers are at the center of it. Today, particularly if your product is mostly digital, you might update it several times a day. Massive troves of data are available for making decisions and, at the same time, deep insights into customer motivation and experience are more important than ever. The job of the modern product manager is to charter a direction and create a successful working environment for all the actors involved in product success.  It’s not a simple job or an easy job, but it is a meaningful job where you’ll be learning all the time. \n\nThis course will help you along your learning journey and prepare you with the skills and perspective you need to:\n\nCreate the actionable focus to successfully manage your product (week 1)\nFocus your work using modern product management methods (week 2)\nManage new products and explore new product ideas (week 3)\nManage and amplify existing products (week 4)\n\nThis course is ideal for current product or general  managers interested in today's modern product management methods.\n\nThis course was developed with the generous support of the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

This is course is designed for software engineers, product managers, designers, and others who are learning about how to expand their practice of agile to drive applied innovation using techniques like design thinking, Lean Startup, and lean UX.

Product and service management is the process of designing, creating and maintaining a product or service through all stages of its lifecycle. This course provides a broad overview of the product and service management functions from an operations management perspective. More specifically, it walks you through the phases of product life-cycle and stages of new product development. This course also introduces some examples of strategies for managing existing and mature products and services.

The goal of Product Management 101 is to help you become a more strategic product manager - with a greater impact on your company and its future product portfolio.  

We will cover the spectrum of product management work from market intelligence, strategy, new product development and lifecycle management.  

We will step through best practices for working with development teams to create market-leading, breakthrough products.  We will look at how to best position, price and manage these products in the market as part of our section on lifecycle management (i.e. product marketing).  

Operational excellence: one path or many? In this report, we seek to identify how private equity firms are shaping their operations in order to achieve sustainable, operational efficiency in their finance offices. The fifth annual survof 110 private equity (PE) CFOs finds many firms, especially larger firms, consider technology transformation and talent development as kpriorities, while smaller firms are also more likely to view outsourcing as an alternative.

Over the past two decades or so, investors have been given access to an ever widening universe of potential assets to invest in. The development of structured products (SPs) had allowed investors to take views on different asset classes in a more precise way than merely 'buying' or 'selling' an instrument. This tutorial describes the concept of structured products and examines the development of the market. Investor motivations, the basics of construction, and key risks are all investigated.

TARNs are notes that offer a potentially high-yielding short-term investment in exchange for investors assuming the risk of long-term poor performance. While targeted redemption has been most prominent in the interest rate world, a structured note in any asset class can be a TARN. Valuing a TARN is complex, due to the path dependency of the structure. The high degree of path dependency means that a fairly sophisticated model needs to be used to value a TARN, even if the underlying coupons are fairly simple. In this tutorial, we will study the distinctive characteristics of TARNs. We will also look into the widespread applicability of the TARN concept. Finally, we will identify the valuation difficulties and analyse the approach taken to solving them.

This course will teach the core features of Jira and how it works. The benefit of using Jira and how to use it productively. How to set up Jira for a team or company .

This course was developed by a Scrum Alliance certified enterprise coach. The aim is to deepen understanding of Scrum for individuals and improve their scrum product owner skills. It is a higher level course requiring existing agile/ scrum knowledge 

Learn about vision, strategy and advanced metrics, which product managers use everyday. This is aimed at those with existing PM knowledge. 

In this course, you'll learn about key activities required when developing the product and sprint backlogs, including release planning best practices and conducting the sprint planning meeting. You'll also learn about best practices for handling common challenges when developing the product and sprint backlogs.

This Yellow Belt course covers the DMAIC tools and techniques in far greater depth than the White Belt course. The overall objective is to provide you with the skills and tools to effectively plan and lead a Kaizen event.

Six Sigma is a data-driven improvement strategy that views all activities within an organization as processes. Process inputs can be controlled and adjusted to effect significant improvements in process outputs. Six Sigma uses a rigorous and systematic methodology known as DMAIC (define, measure, analyze, improve, and control) and a number of qualitative and quantitative tools. Its goal is to drive process, product, and service improvements for reducing variation and defects. Lean is also an improvement methodology, but with a different focus. It aims to enhance process flow, reduce cycle time, and eliminate waste. Though Lean and Six Sigma originated in different places and under different circumstances, they are now largely seen as complementary methodologies. Organizations across various industries are striving to become faster and more responsive to customers, achieve near-perfect quality, and operate using world-class cost structures. You need both Lean and Six Sigma to achieve these goals. This course introduces Six Sigma and Lean methodologies and looks at the relationship between them. It also explores relationships among business systems and processes using some practical examples of Lean Six Sigma applications in both manufacturing and service industries. This course is aligned with the ASQ Certified Six Sigma Black Belt certification exam and is designed to assist learners as part of their exam preparation. It builds on foundational knowledge that is taught in SkillSoft’s ASQ-aligned Green Belt curriculum.

PMI ACP exam prep course designed to supplement the 7 step course on agile methodology. 

In this course, you'll discover how Lean methodology can help you build the right product from defining need to continuous improvement. The essence of Lean product management is building the right product as quickly and cheaply as possible.

This course looks at some of the popular Lean methods and implementation planning in Six Sigma. It examines Lean tools used for reducing waste and cycle time, and the Japanese principles of continuous improvement - kaizen and kaizen blitz.

This course covers the relationship between Lean and Six Sigma and introduces a few common Lean tools and techniques. 

This course introduces common Lean tools and outlines how to conduct a failure modes and effects analysis (FMEA), which is a technique used to identify potential failures in a process and assess the risk they pose.This course introduces common Lean tools and outlines how to conduct a failure modes and effects analysis (FMEA), which is a technique used to identify potential failures in a process and assess the risk they pose.

This course examines the complementary nature of Lean and Six Sigma. In this course, you'll learn about Six Sigma and its methodology, and then explore Lean and some key tools and how they integrate with Six Sigma

To succeed in competitive markets, all organizations need to plan and manage their products and services strategically. Much of the responsibility for doing this lies with operations managers. In this course, you'll learn the basics of product and service management. You'll be introduced to the stages of the product life cycle and the types of actions required at each stage. You'll also learn about a process and best practices for new product or service development. Finally, you'll learn about strategies for managing existing and mature products and services.

CORE 1.1.1  Read this foundational document to understand how is positioning and activating purpose with our clients and people.